Inar 413 Lecture 01 PDF

8/12/2019 Inar 413 Lecture 01 PDF

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INAR 413 BUILDING ECONOMICS

LECTURE 01

INTRODUCTION TO BUILDING ECONOMICS THE CONTEXT

Buildings are expensive. Decisions about investments in buildings usually involve the largest

single-item expenditures most people have to deal with during their life time, even if they are

merely renting an apartment.

Expressed in terms of income, an average suburban house costs up to several times an

individual wage earnersannual salary. Spread out over time as monthly mortgage payments, it

can require anywhere from a quarter to one-half of the monthly family income.

WHAT IS THE SITUATION IN TURKEY?

DO YOU HAVE FRIENDS WHO PAY MORTGAGE FOR THEIR HOME?

WHAT IS THE AVERAGE COST OF AN OVERALL INTERIOR DESIGN PROJECT FOR A

RESIDENTIAL UNIT (APARTMENT FLAT, SUBURBAN HOUSE, LUXURY VILLA) IN ANKARA?


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The initial costs of a building, however, appears quite insignificant when compared with the costs

incurred to operate and maintain a building over its lifetime. For a 20 year period, these costs can

amount to three or four times the initial cost of construction.

Even more impressive is the difference between initial cost and long-term salary expenditures

needed for carrying out the work in a building, for example of a manufacturing firm. The amount

spent on slaries of people working in a building over twenty years can be up to fifty times, or

more, of the initial construction cost.

Reichstag 1894 Reichstag 1945 Reichstag 1999

Reichstag: The seat of the German Parliament in Berlin

Renovation by Norman Foster


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The Challenge to the Interior Architect

One might argue: Why even look at these issues? The interior architect cannot do anything

about them anyway. Most of the significant factors do seem to be under someone elses control.

For example, the interior architect often is under pressure to speed up the delivery of the project,

and thus cut the time spent on designing and other tasks to the minimum.

The clients argument is that time is money, every day that the building cannot be occupied is

costing money in interest for loans and lost rental income.


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Imagine the following situation: It is the crucial

meeting between the client and the interior

architect to negotiate the contract for a large

building project. The negotiation is almost

complete. The client gets ready to sign the

contract and as one of the last points,

attempts to get an agreement on the delivery

date for the preliminary design:

Client:I expect the preliminary drawings Monday

after nextis that OK with you?

Interior Architect: Sure. We can get you the

schematics ready by that date, and you know

you will get a professional solution that meets

the state of the art expectations. But let me

make you a calculation: In the typical project

of this kind, about a quarter of our time and

fee is spent on what we call critical design

time. That is where the important design

decisions are made that will determine the

projects ultimate success architecturally,

functionally, economically. That is where our

firm has earned its reputation for bringing

projects that compare favorably with other

projects. But every solution, no matter how

good can still be improved; for example with

respect to economic performance. So let us

assume that we could further reduce the initialcost of your project by only 1% without

reduction in the quality.


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I.A.: That would be 10.000 TL off your 1 millionTL project. But we would have to spend a littlemore time on it especially in the importantschematic design phase. Interested?

Client:Mm.

I.A.: Would you be willing to let us spend, say,5.000 TL more on critical design time to

achieve this? Over the delivery time of thebuilding say a year, that would be a 2:1ratio ofsavings in initial cost to the investment of theadded design fee.

Client:Not bad, but...

I.A.:At a total interior architectsfee of say, 8%forthe building, which is now going to cost

990.000 TL, that would be roughly 79.000 TLplus 5.000 TL = 84.000 TL, which would beabout an 8,5%fee. In terms of time, the addedeffort and cost would be equivalent to aboutone month in critical design time; twoweeks if we put two people on it.

Client:Well, I dontKnow...

I.A.: There is more. If your building requires aroughly 4 million TL in operating,maintenance, energy and other running costs,over 20 years, one more month of criticaldesign time couls result in a 1% reduction ofthose costs, this would represent a savings-to-

investment ratio of 8:1 (40.000:5.000). At thesame terms as above (aiming at a savings-investment ratio of 2:1), you should be willingto let us spend 20.000 TL more on designtime, for a total fee of around 10%. But what ifwe could actually do it for about the same5.000 TL as above, or one more designermonth. That would give you a return of 40.000TL on an investment of 5.000 TL, whichrepresents an annual return in savings of2.000 TLthat is 40%annually. Which of yourstocks gives you that kind of return?

Client:Now you are talking. How...


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I.A.: Wait; it could get even better. What if we

looked at your actual operation and managed

to develop a layout that would save you 1%on

personnel cost over 20 years? How much do

you spend per year on salaries? 50 peoplein

that size building, at an average annual salary

of, say, 20 million TL over 20 years. One

percent of that is a savings of 200.000 TL, or10.000 TL a year. So, still on the same deal

as for the initial cost (2:1 savings ratio), you

should be willing to let us spend up to 100.000

TL more on design costs and still make

100.000 TL in savings.

Client:Wait a minute...

I.A.:Ok, so what if we could do that for the same

5.000 TL? You would be looking at a return of

200.000 TL on 5.000 TL investment over 20

years, or 10.000 TL each year. That is an

annual return rate of 200%.

Client:That all sound too good to be true. Canyou show me what kind of things you would

do, or where have you done that in a past

project? Can you guarantee the result? Why

cantyou come up with a better solution right

away? Didntyou just argue that gooddesign

is just as cheap as bad designwhen you tried

to snatch the commision away from yourcompetitors? Besides, you forgot to consider

that each month of delay is going to cost me

some 7.000 TL in interest alone...

I.A.:Well, uh, ah...

Client:Have the schematics ready Monday after

next. OK?


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Do we as interior architects have good, convincing answers to these questions?

Clients, especially corporate and government clients, increasingly expect architects to be able to

answer them. As they, and their advisors, become more sophisticated in analyzing their financial

situation, they expect the interior architects to follow suit.

They know that information as well as analytical methods and toolscomputers, programmable

calculators, spreadsheet programs, data services are increasingly available even to the

smallest firms: they expext interior architects to use them. We are running out of excuses for notdoing so...

Inside Interior Architects Head


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The trouble is that we have rarely looked at our tasks that way, and that is why we would have

trouble answering the client's next-to-last question. Backed into the comer, a common reaction on

the part of some interior architects is to let the client negotiate their commission down even

further. (they do not like to talk about this)

A number of years ago I (Thorbjoern Mann) was teaching a design class in a Far Eastern city.

The project was a large downtown office building, using the site and program of an actual project

of this kind. The architect came in to talk to the students, who had spent the first weeks studyingefficient access and service core configurations, massing, and similar issues.

It was amazing to watch the students' astonishment when the architect casually mentioned that

the client had had a team of five financial feasibility advisors work on the project for many months

before the architect was involved. None of the advisors was an architect. They gave him a

program with the complete service core, number of floors, and outside dimensions worked out in

considerable detail, leaving the architect essentially to design a skin around the building.


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The message was clear: The client, a major international corporation, did not seem to have

sufficient confidence in architects' ability to advise on these crucial feasibility considerations even

to make an architect part of this team.

Was this just an isolated incident? The result of some disappointing cost overruns in previous

projects? An indication of a general attitude toward architects? A realistic assessment of the (lack

of) competence of architects? Many architects would disagree especially with the last judgment

some no doubt quite vehemently, and some even with good justification. But even if the client's

attitude were different, how many architects live up to the expectation of reliably carrying out such

feasibility analyses, or are competent members of teams such as the one above?


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My (Thorbjoern Mann) own architectural education hardly mentioned these issues. As a graduate

entering the profession after my first degree, I would have been quite lost had anyone asked me

to estimate the cost, let alone the feasibility or financial performance, of a building. I suspect that

many graduates of schools of architecture today, even practicing architects, are in a similar

situation. It does not have to be this way. In spite of sometimes confusing jargon, and some

fierce-looking mathematical equations, it is quite possible to grasp the basics and to make

building economics just one more of the many balls the architect has to keep juggling, and even

to turn it into an advantage.

Architects like to see themselves as problem-solvers. The economic questions of buildings

always are a major part of the client's problem. We cannot afford to ignore a part of the problem

the client often considers is the most critical oneeven if we ourselves are more concerned with

other facets such as aesthetics, user needs, environmental response, or image. Including

economic factors in our range of design concerns will not compromise our designs; it will make us

better designers. What it takes is, first, a change of attitude.

WHAT DO YOU THINK?


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What is Building Economics?

Once we have accepted the challenge of finding out more about building economics, a

reasonable first step is to ask what it is?

Can we define the field?

How does it relate to other fields that also carry the label of economics?Engineering economics

Urban economics

Energy economics

Environmental economics


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What is Building Economics?

Most of these are concerned with what, in general economic theory, would be called

microeconomic analysis (The study of how individual actors in the economic realm make

economic plans and decisions) as opposed to macroeconomics (the study of laws governing the

economy as a whole)

WHERE DO YOU THINK BUILDING ECONOMICS STAND IN ECONOMIC SCALE?

MICROECONOMICS OR MACROECONOMICS?


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Several important directions can be established in building economics. For one, given the

importance of building industry in any national economy, there are important macroeconomic

issues that must be studied and would properly fall under the label of building economics:

What are the relationships between the construction-related segments of the economy and other

fields, and general economic conditions such as those that are influenced by the decisions made

by the government or the central bank?

How can and should areas of vital national importance such as housing be influenced and kepthealthy?


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At the other end of the spectrum are the concerns of the practitioners involved with actual and

specific building projects, studying construction estimating, construction management, project

management, construction financing, and real estate financing. The economics of the various

production processes, including transportation processes, would constitute another complex area

in building economics. All these fields are further divided into areas of concern by building type;

the economics of housing, for example, are quite different from the economics of commercial

projects such as office buildings, shopping centers, or industrial buildings.

Building economics issues, even for specific projects, look quite different to the various actors

involved. The economic decisions for the owner of a building project are embedded in a range of

economic choices going far beyond the building itself, in a way that is of little or no concern to

either interior architect or contractor once the decision has been made to go ahead with a

building.


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Finally, the economics of the process of planning and designing buildings could be seen as a

legitimate subfield of building economics that still is waiting for a systematic treatment, even

though many people have been concerned with this issue in practice.

This survey shows that building economics is far from a well-defined area of study, and that it

would probably be counterproductive to insist on a concise definition, which would either exclude

some of the concerns mentioned or else turn out so broad and general as to be of little practical

value. It should be understood that this course is limited to a particular perspective that of the

interior architect who tries to get a better grasp of the economic implications of his or her

architectural design decisions, and tries to understand how these implications affect others

involved in building projects.


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The Main Aspects of Recurring Building Economics Problems

There are many different decision and design problems in the realm of building economics,

depending on what is known, assumed, or given in a specific situation, and what answers must

be found in that situation.

First is the level at which the decisions are made. The situation that comes to mind most often is

that of the individual decision-makers for a specific project trying to arrive at the best decisions for

that projectsuch as the interior architect trying to design a specific building to best serve the

interests of the project client.

Building economics issues also include the concerns of specific groups involved in the building

process within society or the overall economy, with the aim of safeguarding the interests of those

groups and maintaining or improving their economic position relative to other parties. This can

take two main directions: seeking to maintain or improve the context conditions within which the

group operates; or trying to help members of the group become more competitive and effective

by developing better methods and techniques for doing its work, providing better information and

the analysis tools needed to turn that information into better decisions.

Finally, there is the level of governmental or societal policymaking, which is concerned with the

overall effectiveness of the entire system of building planning, design, production, operation, and

maintenance, and the proper balance among all its parties and components.


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The total number of possible combinations and thus problem types arising from this brief survey

is very large; and not all combinations are necessarily meaningful. The following list includes

some typical building economics problems that often are encountered:

1. Given a solution proposal and established budget, is the proposal within the budget?

2. Given several solution proposals, which will have the lowest initial cost?

3. Given several solution proposals, which will have the best performance (measured in terms of both

costs and benefits)?

4. Given the program, site, and context conditions, find the best possible (optimal) solution.

5. Given the program and performance expectations (cost and other measures), which of several pro-

posed sites is most preferable?


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Materials, Labour, Physical Capital

Innovation

The driving force behind product innovation is the constant search by companies to retain or

increase their market share., enabling them to grow, survive and to enhance profitability. To be successfull they must produce something cheaper or better to offer an attractive

combination of cost and quality with alternative materials.

What interior architects have to attempt is to keep up with the innovations, constantly estimating

their relative cost and values in particaular uses.

Intermittent Kiln Hoffman Kiln Tunnel Kiln


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Economies of Scale

Why do economies of scale exist? The reason is sometimes purely mathematical and physical.

Delivering more bricks to construction sites using larger vehicles will reduce the cost of deliveryper brick, simply because the cost of the drivers time and the cost of fuel remain relatively

constant while the number of the bricks delivered increases.

The most significant driving force behind economies of scale is innovation. New methods are

often introduced precisely because they allow more output to be produced at a lower average

cost. Complex and sophisticated machinery will cost more than the simpler early versions they

replace but their output capacity will be so much higher that the capital costs per unit will fall.

?


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Competition

The most important effect of the combination of technical innovation and scale is on the structure

of the industry itself and through that on the nature of competition. The need for expensive capital equipment to exploit the innovation and the existence of scale

economies will tend to lead to production becoming increasingly dominated by large firms.

Small producers may be neither afford the new equipment or compete on price using traditional

techniques. They may well be driven out of business or taken over by large companies.


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Modes of Employement


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Using Avaliable Technology

Nevada, USA

Residential

Development

Namibia, Africa

House

Construction

Saudi Arabia

Water Pipeline

Construction

Kenya, Africa

Clean Water Well

Construction


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The Future: A Robot Takeover?

GOOD OR BAD?


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The Future: A Robot Takeover?

INTERIOR ARCHITECT OF YEAR 2050?

WHAT IS YOUR OPINION?

Inar 413 Lecture 01 PDF

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